Developing Your Own Talent Starts With You


When we think about talent management within the HR field, it is important to have a dual perspective that includes that of the HR department, the HR professionals and that of the individual talent within the HR department, rather than externally.

Human Resources Talent Development

Individuals who take the first step to developing their own talent are fast tracking their careers and learning the essential skills for ongoing development.


Senior management who develop talent within their own organisation will manage to retain top talent, as motivated staff will be more productive and will be less likely to leave the company for better opportunities. IPA Involve recently reported that HR Directors at FTSE 50 and Fortune 100 companies spend up to 25 percent of their time developing, monitoring, nurturing and growing the best of their internal talent.

Constant talent development ensures that no potential talent can remain hidden and that each employee is performing at their optimum.

On the flipside, when talent is not developed from within the organisation, staff will become unmotivated, less productive and disloyal. The company will also suffer when potential talent remains hidden, thus causing the company to lose out on potentially great opportunities.

How Do Companies Develop Their Own Talent?

Human Resources teams work hard every day to make sure their company is moving in the right path to success. The key to being a successful HR Professional is to ensure that you drive employee engagement and keep abreast of HR trends.

It is important to give your employees a clear vision of what the company hopes for them to accomplish. The clearer they are, the smaller the chance that their employees will get off track.

While talent management, as a framework, genuinely offers strategic and operational benefits to organisations of all kinds, these benefits will only come to fruition if both organisations and HR professionals can successfully marry the conceptual underpinnings of talent management with widely applicable, practical methodologies for its use.


Companies generally ask whether they have the right instruments to enable our workforce to do the best possible job. The instruments have to satisfy the needs of the new generation of employees, as well as the knowledge and experience of the older generation.

Mechanical talent management was aimed at filling a job vacancy, whereas the new organic approach is more value based and focuses on the employee and his strengths. It is about helping an employee flourish in the position in which he or she delivers the most value to the organisation.

There are six dimensions to talent management:

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